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A clear guide to takeovers, covering how companies buy controlling interests, the role of friendly and hostile acquisitions, and real-world examples.
A takeover refers to the acquisition of one company by another, usually through the purchase of a controlling share of the target firm’s stock. Takeovers can be friendly or hostile and are a major mechanism through which companies expand, diversify, or restructure.
Definition
A takeover is the purchase of a company’s majority ownership or controlling interest by another business entity.
Takeovers are a core component of mergers and acquisitions (M&A), representing a direct attempt by one company (the acquirer) to assume control of another (the target). Control is typically gained by purchasing more than 50% of the target company’s voting shares.
Takeovers vary based on strategy and relationship dynamics. In a friendly takeover, both companies negotiate terms, align on valuation, and pursue mutual benefit. In a hostile takeover, the acquiring company attempts to bypass management by appealing directly to shareholders or using mechanisms like tender offers.
Takeovers can reshape industries and influence market power dynamics. They often lead to operational consolidation, cost reduction, and increased competitive advantage—but may also cause disruptions for employees, customers, and suppliers.
There is no single formula for takeovers, but several financial metrics guide valuation:
In 2016, Microsoft acquired LinkedIn for $26.2 billion in one of the largest tech takeovers in history. Through the deal, Microsoft expanded its ecosystem into professional networking and data-driven market insights.
Takeovers drive corporate evolution by enabling:
However, unsuccessful takeovers can result in cultural clashes, unexpected costs, or regulatory challenges.
Opportunities such as undervaluation, strategic alignment, or market expansion.
The acquiring firm bypasses management and appeals directly to shareholders.
Not necessarily, success depends on integration quality, valuation accuracy, and strategic fit.